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Author: Publisher: Oxford University Press ISBN: 0197629806 Category : Languages : en Pages : 241
Book Description
A comprehensive and insightful look at the modern workplace and how employees are managed, where the new approach is driven by the quirks of financial accounting to the detriment of employees and the long-term success of the organization. Real wages have stagnated or declined for most workers, job insecurity has increased, and retirement income is uncertain. Hours of work for white collar employees have increased steadily, opportunities for advancement have withered, and evidence of the negative effects of workplace stress on health continues to accumulate. Why have jobs gotten so much worse? As Peter Cappelli argues, these issues are not a result of companies trying to be cost effective. They stem from the logic of financial accounting--the arbiter for determining whether a company is maximizing shareholder value--and its fundamental flaws in dealing with human capital. Financial accounting views employee costs as fixed costs that cannot be reduced and fails to account for the costs of bad employees and poor management. The simple goal of today's executives is to drive down employment costs, even if it raises costs elsewhere. In Our Least Important Asset, Cappelli argues that the financial accounting problem explains many puzzling practices in contemporary management--employers' emphasis on costs per hire over the quality of hires, the replacement of regular employees with "leased" workers, the shift to unlimited vacations, and the transition of hiring responsibilities from professional recruiters to more expensive line managers. In the process, employers undercut all the evidence about what works to improve the quality, productivity, and creativity of workers. Drawing on decades of experience and research, Cappelli provides a comprehensive and insightful critique of the modern workplace where the gaps in financial accounting make things worse for everyone, from employees to investors.
Author: Publisher: Oxford University Press ISBN: 0197629806 Category : Languages : en Pages : 241
Book Description
A comprehensive and insightful look at the modern workplace and how employees are managed, where the new approach is driven by the quirks of financial accounting to the detriment of employees and the long-term success of the organization. Real wages have stagnated or declined for most workers, job insecurity has increased, and retirement income is uncertain. Hours of work for white collar employees have increased steadily, opportunities for advancement have withered, and evidence of the negative effects of workplace stress on health continues to accumulate. Why have jobs gotten so much worse? As Peter Cappelli argues, these issues are not a result of companies trying to be cost effective. They stem from the logic of financial accounting--the arbiter for determining whether a company is maximizing shareholder value--and its fundamental flaws in dealing with human capital. Financial accounting views employee costs as fixed costs that cannot be reduced and fails to account for the costs of bad employees and poor management. The simple goal of today's executives is to drive down employment costs, even if it raises costs elsewhere. In Our Least Important Asset, Cappelli argues that the financial accounting problem explains many puzzling practices in contemporary management--employers' emphasis on costs per hire over the quality of hires, the replacement of regular employees with "leased" workers, the shift to unlimited vacations, and the transition of hiring responsibilities from professional recruiters to more expensive line managers. In the process, employers undercut all the evidence about what works to improve the quality, productivity, and creativity of workers. Drawing on decades of experience and research, Cappelli provides a comprehensive and insightful critique of the modern workplace where the gaps in financial accounting make things worse for everyone, from employees to investors.
Author: Peter Cappelli Publisher: University of Pennsylvania Press ISBN: 1613630131 Category : Business & Economics Languages : en Pages : 109
Book Description
Peter Cappelli confronts the myth of the skills gap and provides an actionable path forward to put people back to work. Even in a time of perilously high unemployment, companies contend that they cannot find the employees they need. Pointing to a skills gap, employers argue applicants are simply not qualified; schools aren't preparing students for jobs; the government isn't letting in enough high-skill immigrants; and even when the match is right, prospective employees won't accept jobs at the wages offered. In this powerful and fast-reading book, Peter Cappelli, Wharton management professor and director of Wharton's Center for Human Resources, debunks the arguments and exposes the real reasons good people can't get hired. Drawing on jobs data, anecdotes from all sides of the employer-employee divide, and interviews with jobs professionals, he explores the paradoxical forces bearing down on the American workplace and lays out solutions that can help us break through what has become a crippling employer-employee stand-off. Among the questions he confronts: Is there really a skills gap? To what extent is the hiring process being held hostage by automated software that can crunch thousands of applications an hour? What kind of training could best bridge the gap between employer expectations and applicant realities, and who should foot the bill for it? Are schools really at fault? Named one of HR Magazine's Top 20 Most Influential Thinkers of 2011, Cappelli not only changes the way we think about hiring but points the way forward to rev America's job engine again.
Author: Peter Cappelli Publisher: Wharton School Press ISBN: 1613631367 Category : Business & Economics Languages : en Pages : 109
Book Description
A GLOBE & MAIL BEST BUSINESS BOOK OF 2021 The COVID-19 pandemic forced an unprecedented experiment that reshaped white-collar work and turned remote work into a kind of "new normal." Now comes the hard part. Many employees want to continue that normal and keep working remotely, and most at least want the ability to work occasionally from home. But for employers, the benefits of employees working from home or hybrid approaches are not so obvious. What should both groups do? In a prescient new book, The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face, Wharton professor Peter Cappelli lays out the facts in an effort to provide both employees and employers with a vision of their futures. Cappelli unveils the surprising tradeoffs both may have to accept to get what they want. Cappelli illustrates the challenges we face by in drawing lessons from the pandemic and deciding what to do moving forward. Do we allow some workers to be permanently remote? Do we let others choose when to work from home? Do we get rid of their offices? What else has to change, depending on the approach we choose? His research reveals there is no consensus among business leaders. Even the most high-profile and forward-thinking companies are taking divergent approaches: --Facebook, Twitter, and other tech companies say many employees can work remotely on a permanent basis. --Goldman Sachs, JP Morgan, and others say it is important for everyone to come back to the office. --Ford is redoing its office space so that most employees can work from home at least part of the time, and --GM is planning to let local managers work out arrangements on an ad-hoc basis. As Cappelli examines, earlier research on other types of remote work, including telecommuting offers some guidance as to what to expect when some people will be in the office and others work at home, and also what happened when employers tried to take back offices. Neither worked as expected. In a call to action for both employers and employees, Cappelli explores how we should think about the choices going forward as well as who wins and who loses. As he implores, we have to choose soon.
Author: Brian Tracy Publisher: Simple Truths ISBN: 9781608105816 Category : Self-Help Languages : en Pages : 0
Book Description
"From this day forward, decide that you are going to earn the amount of money you are truly capable of earning. In seven simple steps, business leader Brian Tracy can show you how to take complete control of your career and your income so you can survive and thrive in any economy." --
Author: Peter Cappelli Publisher: ISBN: 9780197629833 Category : Human capital Languages : en Pages : 0
Book Description
A comprehensive and insightful look at the modern workplace and how employees are managed, where the new approach is driven by the quirks of financial accounting to the detriment of employees and the long-term success of the organization. Real wages have stagnated or declined for most workers, job insecurity has increased, and retirement income is uncertain. Hours of work for white collar employees have increased steadily, opportunities for advancement have withered, and evidence of the negative effects of workplace stress on health continues to accumulate. Why have jobs gotten so much worse? As Peter Cappelli argues, these issues are not a result of companies trying to be cost effective. They stem from the logic of financial accounting--the arbiter for determining whether a company is maximizing shareholder value--and its fundamental flaws in dealing with human capital. Financial accounting views employee costs as fixed costs that cannot be reduced and fails to account for the costs of bad employees and poor management. The simple goal of today's executives is to drive down employment costs, even if it raises costs elsewhere. In Our Least Important Asset, Cappelli argues that the financial accounting problem explains many puzzling practices in contemporary management--employers' emphasis on costs per hire over the quality of hires, the replacement of regular employees with "leased" workers, the shift to unlimited vacations, and the transition of hiring responsibilities from professional recruiters to more expensive line managers. In the process, employers undercut all the evidence about what works to improve the quality, productivity, and creativity of workers. Drawing on decades of experience and research, Cappelli provides a comprehensive and insightful critique of the modern workplace where the gaps in financial accounting make things worse for everyone, from employees to investors.--provided by publisher.
Author: Ronald J. Alsop Publisher: Simon and Schuster ISBN: 1439122687 Category : Business & Economics Languages : en Pages : 493
Book Description
A veteran Wall Street Journal editor and authority on branding, marketing and reputation provides the 18 crucial rules for companies to follow in developing and protecting their reputation, which can be their most valuable asset or their worst nightmare. A must read book for senior executives, consultants, advertising, public relations, and marketing professionals. From Enron and WorldCom to the Catholic Church and Major League Baseball, reputation crises have never been more widespread. Now Ronald J. Alsop, a veteran Wall Street Journal authority on branding and reputation management, explains the dangers—and gives organizations the eighteen crucial laws to follow in developing and protecting their reputations. Consider this example of a simple decision made by a low-ranking employee: When rescue workers at the site of the World Trade Center disaster sought bottled water from a nearby Starbucks outlet, they complained that an employee charged them for it. In a matter of hours, the Internet had picked up the story and Starbucks' carefully cultivated worldwide reputation was quickly besmirched. This is just one instance among many of how the business world, ever more global and competitive, has become increasingly difficult to navigate. Studies have demonstrated the powerful impact of reputation on profits and stock prices, and yet less than half of all companies have a formal system for measuring reputation. Clearly, companies in every industry—from Dow Chemical to Disney to DaimlerChrystler—have much more to learn. It is still the rare company that realizes the full value of its reputation: how corporate reputation can enhance business in good times, become a protective halo in turbulent times, and be destroyed in an instant by people at the lowest or highest levels of the corporate ladder. Mr. Alsop provides eighteen thoroughly documented lessons based on years of experience covering every aspect of corporate reputation, with a clear distillation of the complex principles at the heart of a reputation. He explains: • How to protect your reputation when the inevitable crisis hits • How to cope with the many hazards in cyberspace • How to create a reputation for vision and industry leadership • How to establish a culture of ethical behavior • How to measure and monitor your ever-changing public image • How to make employees your reputation champions • How to decide when it's time to change your name The result is a book that is important not only for business executives, consultants, and advertising, public relations, and marketing professionals but also for anyone eager to learn more about the companies they work for, buy from, and invest in.
Author: Barbara Brooks Kimmel Publisher: Next Decade ISBN: 9781932919363 Category : BUSINESS & ECONOMICS Languages : en Pages : 0
Book Description
Winner of: 2014 Nautilus Book Award More than 30 leading experts share their insights on the impact of trust on business success in this handbook on organizational trust. Through case studies including Apple s new leadership stories, and solutions, these experts present a holistic perspective that encompasses the role of all stakeholders, not just leaders, in advancing trust and trustworthiness within organizations. Among the contributors are Ben Boyd of Edelman, Randy Conley of Ken Blanchard Companies, Stephen M. R. Covey of CoveyLink, Amy Lyman of the Great Places to Work Institute, and Bob Vanourek of Triple Crown Leadership."
Author: Charles L. Marohn, Jr. Publisher: John Wiley & Sons ISBN: 1119564816 Category : Business & Economics Languages : en Pages : 262
Book Description
A new way forward for sustainable quality of life in cities of all sizes Strong Towns: A Bottom-Up Revolution to Build American Prosperity is a book of forward-thinking ideas that breaks with modern wisdom to present a new vision of urban development in the United States. Presenting the foundational ideas of the Strong Towns movement he co-founded, Charles Marohn explains why cities of all sizes continue to struggle to meet their basic needs, and reveals the new paradigm that can solve this longstanding problem. Inside, you’ll learn why inducing growth and development has been the conventional response to urban financial struggles—and why it just doesn’t work. New development and high-risk investing don’t generate enough wealth to support itself, and cities continue to struggle. Read this book to find out how cities large and small can focus on bottom-up investments to minimize risk and maximize their ability to strengthen the community financially and improve citizens’ quality of life. Develop in-depth knowledge of the underlying logic behind the “traditional” search for never-ending urban growth Learn practical solutions for ameliorating financial struggles through low-risk investment and a grassroots focus Gain insights and tools that can stop the vicious cycle of budget shortfalls and unexpected downturns Become a part of the Strong Towns revolution by shifting the focus away from top-down growth toward rebuilding American prosperity Strong Towns acknowledges that there is a problem with the American approach to growth and shows community leaders a new way forward. The Strong Towns response is a revolution in how we assemble the places we live.
Author: Paolo Gaudiano Publisher: Practical Inspiration Publishing ISBN: 1788606094 Category : Business & Economics Languages : en Pages : 287
Book Description
Diversity, Equity and Inclusion is under fire, but attracting and retaining talent is more important than ever. This book introduces an entirely new approach to DEI, showing how and why measuring inclusion is the key for organizations to enjoy higher performance and greater employee satisfaction, without causing any backlash. Measuring Inclusion offers step-by-step directions, sample data, and real-world case studies to help you make meaningful and sustainable improvements in employee recruitment, engagement, productivity, and retention. You will learn to quantify, track, and estimate the financial ROI of your organization’s DEI efforts just as you do with every other business activity—and in the process make your organization more successful and increasingly welcoming for everyone. “A more strategic, data-informed approach to DEI.” – Tiffany Wollbrinck, Global Talent Management and Development, Levi Strauss & Co “Practical, measurable strategies that tie directly to business performance.” – Kirsty Devine, Head of US HR and Global Projects, The Financial Times “The analytical framework practitioners have been looking for in the area of DEI.” – Silke Muenster, Former Chief Diversity Officer, Philip Morris International “A crucial counterpoint to the current backlash against DEI, providing a data-driven justification for why these efforts are essential for business success.” – Jennifer Brown, Keynote Speaker and WSJ best-selling author, How to be an Inclusive Leader A former professor with degrees in mathematics, aerospace engineering, and neuroscience, Paolo Gaudiano is an entrepreneur, a teacher, a prolific writer, and a sought-after speaker. His work transforms how people think about diversity, equity and inclusion (DEI) and what they do about it, with the ultimate goal of making our society more inclusive and equitable while driving greater economic benefits for everyone.
Author: Philip H. Mirvis Publisher: Beard Books ISBN: 1587981661 Category : Business & Economics Languages : en Pages : 402
Book Description
Two veteran merger and acquisition mavens take readers behind the scenes to examine successful and poorly managed corporate mergers to show what's required to achieve the best strategic, organizational, and cultural fit between any two companies. They outline steps to take before, during, and after.
Author: 
Author: 
Author: Peter Cappelli
Author: Peter Cappelli
Author: Brian Tracy
Author: Peter Cappelli
Author: Ronald J. Alsop
Author: Barbara Brooks Kimmel
Author: Charles L. Marohn, Jr.
Author: Paolo Gaudiano
Author: Philip H. Mirvis